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  UN Office f Counter-Terrorism Civil Society Engagement Strategy: Ensuring a Whole-of-Society Approac

Otherwise, appoint focal points for civil society engagement in each UNOCT Branch and Global Compact Working Group. (...) Engagement should also be structured, systematic, and abide by a consistent set of guidelines and principles. • Diversity – UNOCT should respect the diversity of civil society’s views and not expect civil society to speak with one voice. • Mutual accountability – both UNOCT and civil society partners should agree to terms of reference for engagement, to which each are held responsible. • Transparency – decisions made with respect to civil society engagement and criteria for engagement should be transparent and readily available. (...) Monitoring and evaluation will also include direct engagement with civil society organizations on how UNOCT’s engagement is improving and the impact.

Score: 434899.2 - https://www.un.org/counterterr..._strategy_website_mai_2020.pdf

  PMNCH | Join The Partnership for Maternal, Newborn & Child Health (PMNCH)

Engagement is consistent and compliant with WHO technical norms and standards. (...) Clear value add Engagement demonstrates value for public health in the area of RMNCH. Engagement is additive, and creates value which is over and above what could be achieved by PMNCH without engagement of the private sector. 3.

Score: 434643.55 - https://www.who.int/pmnch/members/join/en/index5.html

  Digital civic engagement by young people | UNICEF Office of Global Insight & Policy

Search Close Search UNICEF Fulltext search Max Report Digital civic engagement by young people Rapid analysis | An overview of the latest research with a critical focus on the enablers, constraints and nature of youth civic engagement in the digital space UNICEF/UN0157639/d’Aki Highlights Around the world, young people have redefined civil engagement to be much more inclusive of digitally mediated forms of interaction. Digital civic engagement by youth can include digital instances of more conventional hallmarks of civic engagement, such as reading and circulating news, writing emails to an elected representative or community organization (or interacting with them on social media), or belonging to a campus or community group online. (...) This analysis presents an overview of relevant research across the topic of digital civic engagement by young people by asking about the nature and dimensions of engagement, enablers and constraints of digital civic engagement, as well examining some key considerations when supporting young people’s engagement.

Score: 434395.26 - https://www.unicef.org/globali...-civic-engagement-young-people

  27 – 28 July 2006, Budapest, Hungary

It will also characterize how citizen engagement and e-government can best be applied for good governance in countries worldwide. (...) The Meeting has the following objectives: · review current research, including policies, concepts and approaches of citizen engagement and e-government for good governance and MDGs implementation; · explore the challenges and barriers to effective citizen engagement in developing and developed countries; · assess existing the role and perspectives of e/m applications and social media networks for better citizen engagement and MDGs implementation in various regions and countries; · map innovative approaches, best practices and lessons learned of citizen engagement tools and applications for better public administration and MDGs implementation and explore reasons for their success and failure. (...) Thematic areas for presentation include the following: · Plenary : The Macro View of e-Government: The Why & How for good governance through citizen engagement. · Session I: New technologies & citizen engagement: Practices and impacts from country cases · Session II: New technologies & citizen engagement: Government strategies, perspectives and capacities for change · Session III: New technologies & citizen engagement: Perspectives of non government stakeholders Session IV: New technologies & citizen engagement: Strategies and capacity building for knowledge management · Session V: Creating an Action Agenda for better citizen engagement through ICT for development The last session on Day 2, Friday, 14 May, will be dedicated to a two-hour brainstorming session by experts and participants on the above thematic areas in order to identify key issues and recommendations for follow-up to the United Nations agenda on citizen engagement through ITC for development and good governance.

Score: 434355.86 - https://www.itu.int/net/wsis/i...tations/TW_12-Aide_Memoire.doc

  Diapositiva 1

Partnership Implementation of Partner Engagement 1) Prioritise Partner Engagement For Board decision:  Endorse systematic partner engagement as a core function of the Partnership  Commit to supporting partner engagement in budget, work plan Transition Secretariat and Board to support systematic partner engagement:  Create organizational design to deliver systematic partner engagement (Secretariat Structure)  Provide Board leadership on partner engagement approach through a Partner Engagement committee, to be established by the Ad Hoc Strategy Group 2) Ad Hoc Strategy Group To include the following:  Board Accountabilities  Board Profile  Board Size and Composition  Consideration of a regional or sub-regional structure to strengthen country leadership For information:  Ad Hoc Strategy Group to continue review of governance strengthening recommendations and prepare motions for next Board meeting  Board Committee Structures  Board Nominations Process  Board Metrics and Monitoring For Board decision:  Agreement to partner with UNF to build a new model for private sector engagement The Partnership Secretariat, the Private Sector Constituency, and UNF will work together over the next 3 months to build a new model for integrated private sector engagement around EWEC. 5 Governance Strengthening Discussion and Decision-making # Topic Board Action 1 Does the board agree that Partnership Engagement is a priority and to designate secretariat and board resources in the forthcoming implementation plan and budget? (...) For Decision 4 Does the board agree to partner with UNF to build a new model for integrated private sector engagement around Every Women Every Child (EWEC)? For Decision 6 For Board Decision Rationale  Strategic objective centered on partner engagement  Success of the new Strategic Plan and the Partnership’s credibility as the multi-stakeholder platform for Every Woman Every Child requires active participation of partners  Success of the Global Accountability Framework requires engagement of partners, particularly in dialogue and response to report findings  Partner engagement has historically been low, as demonstrated in the lack of participation in the External Evaluation partner survey (less than 20 percent) Implications  The forthcoming Secretariat Structure and associated work plan will include partner engagement as a core function  Ad Hoc Strategy Group will draft a charter for the structure and function to consider a Partner Engagement committee of the Board # 1 Endorsement of the Secretariat’s prioritization of partner engagement as a core function in the forthcoming implementation Business Plan and budget. 7 For Board Information # 2 Ad Hoc Strategy Group continues to explore opportunities to streamline and strengthen the board structure and prepare the remaining governance strengthening recommendations for the next board meeting. (...) (Response to Board’s request in April for a proposal on adolescent and youth involvement) Rational for Adolescents & Youth Engagment at The Partnership:  Adolsecents & Youth Engagement is aligned with the New Global Strategy for Women’s, Children & Adolescents’ Health  Alignment with the SDG  The Board has previously called for engagement of Youth Context & Consultations :  The Board in 2013 requested the Partnership to develop an adolescent strategy.

Score: 434119.5 - https://www.who.int/pmnch/abou...7_item9__gov_strengthening.pdf

  Engaging with organizations of persons with disabilities in humanitarian action

Engaging with organizations of persons with disabilities in humanitarian action Engaging with organizations of persons with disabilities in humanitarian action Engaging organizations and informal groups of persons with disabilities in humanitarian action are one of the ‘must-do actions’ defined in the IASC Guidelines on Inclusion of Persons with Disabilities in Humanitarian Action. (...) In many cases, OPDs will not have engaged with the humanitarian sector and the humanitarian architecture. (...) Understanding OPDs and their importance to humanitarian action https://interagencystandingcommittee.org/iasc-task-team-inclusion-persons-disabilities-humanitarian-action/documents/iasc-guidelines https://www.un.org/sites/un2.un.org/files/un_disability-inclusive_consultation_guidelines.pdf https://sites.unicef.org/disability/emergencies/general-guidance.html Document Engaging with organizations of persons Disability Inclusive Tip sheet Before engaging with OPDs it is essential to Identify OPDs and informal groups of persons with disabilities in your location Ensure that OPD engagement reflects diversity Agree with the OPDs on the type of engagement Facilitate ongoing engagement and consultation with OPDs Appropriately resource OPD engagement Establish systemic engagement with OPDs including longer-term partnerships Understanding OPDs and their importance to humanitarian action

Score: 433812.65 - https://www.unicef.org/media/1...in%20humanitarian%20action.pdf

  SDC Policiy Brief Justice Sector Guidance Engagement

SDC Policiy Brief Justice Sector Guidance Engagement Policy Brief SDC’s Justice Sector Engagement August 2018 1 Key Messages POLICY BRIEF SDC’S JUSTICE SECTOR ENGAGEMENT Based on the Capitalization of 2016–2017 › Justice sector reform will become increasingly important in international development coop- eration and for SDC. (...) SDC also remains quite strongly state- and institution-centered, al- though bottom-up approaches (access to justice) are a strong feature of its engagement. SDC Intervention Strategy and Thematic Focus 5Policy Brief SDC’s Justice Sector Engagement August 2018 Annex : SDC’s Justice Sector Engagement – Quantitative Findings SDC’s engagement in the justice sector is consider- able. (...) All four SDC domains engage in the sec- tor. SDC has spent slightly more in fragile than in non-fragile states, but it is engaged with fewer pro- grams in these contexts.

Score: 433587.3 - https://www.ohchr.org/sites/de...switzerland/sdc_2018_pbjse.pdf

  2019 GFF civil socie

Recognizing this, the GFF Investors Group has approved a Civil Society Engagement Strategy (CSES) and Implementation Plan (including an Adolescent and Youth Addendum ) to support CS, including youth led CS, engagement in the GFF. (...) CS engagement in the GFF has steadily improved since its inception. (...) In April 2019 a survey identified budget analysis and advocacy as a key capacity building need of civil society organizations engaged in the GFF. The survey also identified peer-to-peer learning as an important aspect of capacity-building for CS engagement in the GFF.

Score: 433139.16 - https://www.who.int/pmnch/medi.../2019/Concept-note-agenda.docx

  PowerPoint Presentation

PowerPoint Presentation Statistics Canada’s Purpose-Based Engagement Pamela O’Leary, Director Stakeholder Relations and Engagement Division WHAT IS ENGAGEMENT? (...) Provides a framework for stakeholder relations and engagement for the Agency.​ ✓ Encourages tailored, iterative engagement, not a “one-size-fits-all” or prescriptive approach. ✓ Hands-on tips and tools, the Playbook is a resource available to all, supported by the Engagement Centre of Excellence. ENGAGEMENT PLAYBOOK Principles of Engagement Transparency Accountabilit y Relevancy Inclusiveness Sustainability Adaptability CONSULTATIVE ENGAGEMENT - PHASES Phase 1 Partners, Champions and Allies Goal is to inform, build alliances, and address any blind spots on the proposed way forward.

Score: 433131.15 - https://unece.org/sites/defaul...omm2022_S2_Canada_OLeary_P.pdf

  Progress report on the implementation of the Enterprises Initiative

Most ILO field operations engage directly with enterprises in some capacity, although the extent of such engagement varies considerably between regions and countries. (...) In Central Africa, the level of direct engagement with enterprises is also low, and to date most engagement has been indirect via efforts to strengthen the technical and institutional capacity of employers’ organizations. (...) In South Asia, engagement with enterprises is generally increasing.

Score: 432914.06 - https://www.ilo.org/wcmsp5/gro...eetingdocument/wcms_545501.pdf